DOCSLIB.ORG

Appendix H Detailed Airport Case Studies

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Appendix H Detailed Airport Case Studies ACRP 01-14 Considering and Evaluating Airport Privatization Appendix H Appendix H Detailed Airport Case Studies H.1 Case Study Selections Case studies can be a useful means of illustrating first-hand experiences and lessons learned from those experiences. The purpose of this task is to document case studies to illustrate lessons learned for a range of airport sizes, privatization strategies, and forms of governance for both successful and unsuccessful efforts. For each case study, the research team documented (1) the initial goals and objectives of the airport sponsor for undertaking the privatization initiative, (2) a summary of the process employed, (4) a summary of the business terms of the initiative, (4) documentation of the experience to date, and (5) lessons learned. Literature reviews, transaction document reviews, and interviews were used to gather information for the case studies. Each case study considers the objectives, timeline, competitive bidding process, stakeholder interests, business terms, and the consequences (including development and operational experiences) and then presents lessons learned. It should be noted that, where the responses of individual interview participants are referred to in this report, these represent the interviewee’s own views and perceptions. However such responses have only been included to where they appear to represent opinions held more widely, or have been directly substantiated by other means On the basis of recommendations and justifications put forth by the research team, the ACRP Panel decided to ask the team to conduct case studies of the domestic and international airports as noted below. H.1.1 Domestic Airports Airport System Management Contract: 1. Indianapolis Airport Authority – airport system comprising a medium-hub airport and 5 general aviation airports, which entered into an airport system management contract that reverted back to public operation. Developer Financing and Operation: 2. John F. Kennedy International Airport, Terminal 4 (JFK-IAT) – large-hub airport, private development, financing, and operation of a major international unit terminal. 3. Boston Logan International Airport Terminal A – large-hub, terminal development, where private developer financing was initially considered, then airline special facility financing was undertaken, which was followed by the airline’s bankruptcy resulting in a workout of the transaction documents. Airport Privatization Pilot Program (APPP) applicants: 4. Stewart International Airport – non-hub airport and only airport approved under the APPP, which reverted back to public operation. H-1 ACRP 01-14 Considering and Evaluating Airport Privatization Appendix H 5. Chicago Midway International Airport – large-hub airport that occupies the only large- hub slot under the APPP, which was put on hold after the financial crisis in the fall of 2008. The case studies for Stewart International Airport and Midway Airport provide interesting contrasts and helpful background for any airport considering privatization under the APPP. Full Privatization Outside the APPP: 6. Morristown Municipal Airport – general aviation airport with long-standing, long-term airport-wide management and development agreement. H.1.1 International Airports 7. Sydney Airport or Kingsford Smith Airport -- trade sale under 99-year lease, which includes light-handed regulatory regime with relationship between privatization, regulation, and service quality (June 2002). 8. London Gatwick Airport International Airport -- secondary sale to pre-empt the expected actions of the UK Competition Commission, which was the largest airport transaction since the credit crunch and “Great Recession” and offers the opportunity to consider interesting issues such as competition concerns, economic regulation, pricing of risk, and financing considerations (December 2009). The panel made the decision for the case studies on the basis of working papers submitted by the research team on the merits of the various candidates for airport case studies and the diversity to cover the full spectrum of privatization strategies and airport sizes. H-2 ACRP 01-14 Considering and Evaluating Airport Privatization Appendix H H.2 Indianapolis Airport Authority H.2.1 Background Indianapolis International Airport (IND) is a medium-hub airport located 7 miles west of downtown Indianapolis. IND is operated by the Indianapolis Airport Authority, a municipal corporation formed in 1962 and governed by an 8-member Board (with 5 members appointed by the mayor of Indianapolis) that also operates a downtown heliport and 4 reliever airports (Eagle Creek Airpark, Hendricks County Airport/Gordon Graham Field, Metropolitan Airport, and Mt. Comfort Airport), collectively, the airport system. In November 2010, 9 passenger airlines and their regional affiliates provided scheduled service from IND to 34 airports in the U.S., Canada, and Mexico. Delta Air Lines and its regional affiliates have the largest share (approximately 26%) of scheduled departing seats at IND, followed by Southwest Airlines with an 18% share and US Airways with a 13% share.1 No other airline (including regional affiliates, if any) account for more than 10% of seats. IND is also the second-largest hub for FedEx Express, with approximately 650 flights per month supported by a 2-million-square-foot facility on 280 acres on airport.2 Also on airport is the Indianapolis Maintenance Center, one of the largest maintenance, repair, and overhaul facilities in the world, built in 1994 for United Airlines but turned back to the Authority in 2004 as a result of United’s Chapter 11 bankruptcy. In 1994, the Board created a Managed Competition Committee to oversee a competitive bidding process for the rights to operate, maintain, and manage the airport system. Although the Board considered an outright sale or lease of the Authority’s airports, it decided against doing so because of the difficulty in getting regulatory approval. The Authority staff participated in the competitive-bidding process against four private-sector firms, but lost the competition to BAA Indianapolis LLC, a subsidiary of BAA USA, itself a subsidiary of BAA International (collectively “BAA”). At the time of executing the management contract with the Authority in October 1995, BAA operated 6 airports in the United Kingdom, including London’s Heathrow and Gatwick airports, and maintained a contract with Allegheny County to manage the terminal concession program at Pittsburgh International Airport. The contract was anticipated to generate cost savings and nonairline revenue increases totaling $100 million over its 10-year term through 2005. Under the terms of the management contract, BAA was to be compensated on the basis of savings in airline payments per enplaned passenger versus a baseline cost defined in the contract. In 2003, the management contract was extended through December 31, 2007. However, in June 2007, the Authority and BAA negotiated an early termination of the management contract and the following month the Authority again assumed full responsibility for the operation and management of airport system. Much of the management and staff of BAA remained at the Authority in the same or similar positions following the transition to back Authority management. 1 Based on schedules published by Official Airline Guides for 2010. 2 FedEx in Indianapolis, FedEx Corporation, http://news.van.fedex.com/node/743, retrieved November 10, 2010. H-3 ACRP 01-14 Considering and Evaluating Airport Privatization Appendix H H.2.2 Objectives With the election of Stephen Goldsmith as mayor in 1991, the city ideologically pursued many privatization initiatives. The initiatives were undertaken as the city faced pension funding deficits, unfunded infrastructure needs, and increased competition from suburban municipalities for jobs. The city adopted a “managed competition” approach whereby private-sector companies competed to operate “policy-implementing” functions, with the city retaining control over “policy-making” decisions. Existing municipal departments were invited to participate in the competitive-bidding process. Between 1992 and 1997, the city outsourced more than 70 city services to managed competition with an estimated total savings of $230 million being achieved. Non-public safety headcount fell by more than 40 percent over this period, with taxes decreasing slightly.3 After a high profile privatization of the city’s wastewater treatment operations in 1993 that resulted in operating expense savings and improved customer service, Mayor Goldsmith (who appointed 5 of the 9 Authority board members) identified the Authority as a potential managed competition opportunity. Increasing airline costs, lackluster nonairline revenue performance, and upcoming capital requirements were cited as a rationale for evaluating privatization, with airline costs being the overriding driver. Airline rates and charges at IND were calculated using an airport-system residual methodology, whereby airlines paid for the net costs of operating the airport system after a credit of all nonairline revenues. Therefore, all other things unchanged, any reductions in operating expenses and capital charges or increases in nonairline revenues would accrue to the airlines. With the requisite infrastructure in place, the Authority hoped that private-sector management expertise would help the airport reduce airline costs, therefore attracting additional passenger and cargo airline service, and become a premier intermodal distribution
Load more

Recommended publications
  • Chapter 2 – Aviation Demand Forecast
    CHAPTER 2 AVIATION FORECASTS Oscoda – Wurtsmith Airport Authority Oscoda-Wurtsmith Airport Master Plan CHAPTER 2 AVIATION FORECAST Aviation forecasts are time-based projections offering a reasonable expectation of future Oscoda- Wurtsmith Airport activity during the 20-year planning period (2010-2030). Forecasts influence virtually all phases of the planning process, as the relationship between activity and projected demand indicates the type, extent, and timing of Airport improvements for various triggers of Airport infrastructure, equipment and service needs. Primarily, the forecast of aircraft activity is used to quantify the Airport’s operational peaking and capacity characteristics, determine the sizing and space allocation for structures and site development, and form the basis to evaluate the feasibility of various development options. Overall, the forecast predictions attempt to account for factors at Oscoda which could likely influence projections in some significant or substantial way; whether an occurrence of past trends or an assumption of future expectations. As indicated in Chapter 1, the FAA Terminal Area Forecasts (TAF) combined with the forecasts developed for the Maintenance, Repair, and Overhaul (MRO) operations continues to support the Boeing 747 heavy widebody aircraft as the Airport’s most demanding, or critical aircraft, used for future facility planning and design purposes. The following forecast components are assessed in this chapter: Aircraft Operations – The number of aircraft landings and takeoffs conducted annually by local and itinerant traffic, including general aviation, commercial and military users. ‘Local’ operations are flights performed in the Airport traffic pattern vicinity, including proficiency training, instrument training and flights from nearby airports. ‘Itinerant’ operations are traffic arriving and departing from beyond the local vicinity.
    [Show full text]
  • Palm Beach International Airport (PBI)
    Agenda Item:~ PALM BEACH COUNTY BOARD OF COUNTY COMMISSIONERS AGENDA ITEM SUMMARY -===================================================================== Meeting Date: January 12, 2021 [ ] Consent [ X] Regular [ ] Ordinance [ ] Public Hearing Submitted By: Department of Airports ---------------------------------------------------------------------- I. EXECUTIVE BRIEF Motion and Title: Staff recommends motion to approve: a Contract for Air Service Development Consulting Services (Contract) with Ailevon Pacific Aviation Consulting LLC (Ailevon), a Florida limited liability company, commencing on February 1, 2021, and expiring on January 31, 2024, with one 24-month option to renew for an amount not to exceed $200,000 per contract year for a total not to exceed amount of $600,000 for the initial term. Summary: This Contract provides for professional and technical consulting services on an as-needed basis in support of the air service development program for the Palm Beach International Airport (PBI). Ailevon's principal place of business is Atlanta, GA. Air service development consulting services may include, but are not limited to, air service strategy and planning, airline route study and forecasting, competitive service analysis, business case development for new/expanded air service, development of incentive programs, catchment area demographic and leakage studies and analysis of air traffic demand and airfare data. The Contract provides for a not to exceed amount of $200,000 per contract year with an initial three-year term and an option to renew for an additional 24 months at the County's sole option. Due to lack of availability of qualified Small/Minority/Women Owned Business Enterprises providing the services required by this Contract, the Office of Equal Business Opportunity issued a waiver of Affirmative Procurement Initiatives on July 30, 2020.
    [Show full text]
  • Airline Schedules
    Airline Schedules This finding aid was produced using ArchivesSpace on January 08, 2019. English (eng) Describing Archives: A Content Standard Special Collections and Archives Division, History of Aviation Archives. 3020 Waterview Pkwy SP2 Suite 11.206 Richardson, Texas 75080 [email protected]. URL: https://www.utdallas.edu/library/special-collections-and-archives/ Airline Schedules Table of Contents Summary Information .................................................................................................................................... 3 Scope and Content ......................................................................................................................................... 3 Series Description .......................................................................................................................................... 4 Administrative Information ............................................................................................................................ 4 Related Materials ........................................................................................................................................... 5 Controlled Access Headings .......................................................................................................................... 5 Collection Inventory ....................................................................................................................................... 6 - Page 2 - Airline Schedules Summary Information Repository:
    [Show full text]
  • Metropolitan Airport Authority of Rock Island County, Illinois
    METROPOLITAN AIRPORT AUTHORITY OF ROCK ISLAND COUNTY, ILLINOIS QUAD CITY INTERNATIONAL AIRPORT P.O. BOX 9009 MOLINE, IL 61265-9009 309-764-9621 TEL 309-757-1515 FAX Airport Security and Safety Violations ______________________________________________________________________________ GENERAL The Transportation Security Administration and Federal Aviation Administration require that airports have a policy for non-compliance with Federal Regulations or Airport Policies and Procedures. The Airport’s Security and Driver training addresses violations and states that four or more types of security violations within 12 months may result in permanent revocation of an employee’s ID media. POLICIES AND PROCEDURES The following consequences will be enforced when Public Safety has determined that a violation of Federal Regulations and/or Airport Policy and Procedures has occurred. Ongoing records of violations are maintained in each employee’s Airport file. 12 months after the date of the first violation, the violation will be considered inactive and the process starts over. First Violation: The employee will be required to retrain within 10 days of notice. The ID Media will be confiscated by Public Safety if the retraining is not completed. Second Violation: The employee will be required to retrain within 10 days of notice and will be assessed a $50 fine. The ID Media will be confiscated by Public Safety if the retraining is not completed and/or the fine is not paid. Third Violation: The employee will be required to retrain within 10 days of notice and will be assessed a $100 fine. The ID Media will be confiscated by Public Safety if the retraining is not completed and/or the fine is not paid.
    [Show full text]
  • Airport Police Officer Duties & Responsibilities Document
    Career Opportunity Memphis-Shelby County Airport Authority Job Title: Airport Police Officer (Nonexempt) Department: Airport Police Deadline to Apply: Open Until Filled Annual Rate: $52,889.82 - $62,223.20 Job Number: 2021-06-17 PSAPO About the Job Under moderate supervision, maintains public order, prevents crimes, enforces laws and ordinances, protects life and property, and provides public safety within departmental policies and guidelines. Performs tasks mandated by federal government pertaining to civil aviation security regulations in a courteous and professional manner. An Airport Police Officer is an armed peace officer of the State of Tennessee and may work in uniform or plain clothes assignments. Responsibilities 1. Patrols designated area by foot, car, and other means to preserve law and order, discover and deter crimes. Enforces federal and state laws and regulations, local ordinances, Airport Security Program requirements, and airport rules and regulations. Provides written reports of all activity. 2. Responds to law enforcement calls for service, security breaches, violations of security regulations and trespasses. Takes appropriate law enforcement action as required or assigned. Assesses situation’s apparent facts before acting. Uses physical force and police trained methods when necessary. Maintains self- composure and acts with a high degree of integrity and independence while preforming duties. 3. Directs vehicular traffic, investigates vehicular accidents on Airport property and produces detailed written accident reports. 4. Provides general and aviation related information to the public, airport tenants and employees 5. Implements appropriate emergency procedures in the event of aircraft accidents, including crowd control, and safeguarding of lives and property. During off-duty hours, responds to an emergency upon request of proper authority.
    [Show full text]
  • Employee Interline Travel Agreement
    Interline Staff Travel Agreement Personal and Duty Travel Version 15 Effective 1 June 2019 INTERLINE STAFF TRAVEL AGREEMENT (ISTA) TABLE OF CONTENTS PREAMBLE ..................................................................................................................................................... 1 SCOPE ............................................................................................................................................................ 1 DEFINITIONS .................................................................................................................................................. 1 A. ADMINISTRATION .......................................................................................................................................... 3 A.1. FULL MEMBERSHIP REQUIREMENTS ..................................................................................................... 3 A.2. ASSOCIATE MEMBERSHIP REQUIREMENTS .......................................................................................... 4 A.4. MEMBERSHIP CODE OF PRACTICE, RESPONSIBILITIES AND OBLIGATIONS ........................................... 5 A.5. SAF PROCEDURES .................................................................................................................................. 6 A.6. MEMBERSHIP LIMITATION, RESIGNATION, AND TERMINATION .......................................................... 7 A.7. MANAGEMENT .....................................................................................................................................
    [Show full text]
  • SWF Forecast of Passengers, Cargo, Operations and Flight
    FAA Regional Air Service Demand Study Acknowledgements Study Sponsors The Federal Aviation Administration The New York State Department of Transportation Consultant Team PB Americas, Inc. Landrum & Brown Airport Interviewing & Research Hirsh Associates SIMCO Engineering InterVISTAS Clough Harbour & Associates Hamilton, Rabinowitz & Alschuler The preparation of this document was financed in part through a planning grant from the Federal Aviation Administration (FAA) as provided under Vision 100 — Century of Aviation Authorization Act. The contents reflect the opinion of the preparer and do not necessarily reflect the official views or policy of the FAA or the NYSDOT. Grants NYSDOT: 3-36-0000-002-03 (Phase I); 3-36-0000-04-05 (Phase II) FAA REGIONAL AIR SERVICE DEMAND STUDY TASK B REPORT NEW YORK STATE DOT TABLE OF CONTENTS SWF SECTIONS PAGE Executive Summary Introduction/Purpose................................................................................ ES-1 Summary of Findings – Annual Forecasts of Aviation Activity ......................... ES-2 2005 Terminal Area Forecast & 2003 Master Plan Update Forecast Comparison ES-7 Section I. – Airport Service Area I.1 Zip Code Analysis of Passenger Surveys..............................I-1 I.2 Identification of Airport Service Areas .................................I-7 Section II. – Impact Factors II.1 Low Cost Carriers ...........................................................II-4 II.2 Changes in Access Regulations at LGA, JFK, and EWR ..........II-4 II.3 Changes in Access Regulations at
    [Show full text]
  • Flying the Line Flying the Line the First Half Century of the Air Line Pilots Association
    Flying the Line Flying the Line The First Half Century of the Air Line Pilots Association By George E. Hopkins The Air Line Pilots Association Washington, DC International Standard Book Number: 0-9609708-1-9 Library of Congress Catalog Card Number: 82-073051 © 1982 by The Air Line Pilots Association, Int’l., Washington, DC 20036 All rights reserved Printed in the United States of America First Printing 1982 Second Printing 1986 Third Printing 1991 Fourth Printing 1996 Fifth Printing 2000 Sixth Printing 2007 Seventh Printing 2010 CONTENTS Chapter 1: What’s a Pilot Worth? ............................................................... 1 Chapter 2: Stepping on Toes ...................................................................... 9 Chapter 3: Pilot Pushing .......................................................................... 17 Chapter 4: The Airmail Pilots’ Strike of 1919 ........................................... 23 Chapter 5: The Livermore Affair .............................................................. 30 Chapter 6: The Trouble with E. L. Cord .................................................. 42 Chapter 7: The Perils of Washington ........................................................ 53 Chapter 8: Flying for a Rogue Airline ....................................................... 67 Chapter 9: The Rise and Fall of the TWA Pilots Association .................... 78 Chapter 10: Dave Behncke—An American Success Story ......................... 92 Chapter 11: Wartime.............................................................................
    [Show full text]
  • Why Some Airport-Rail Links Get Built and Others Do Not: the Role of Institutions, Equity and Financing
    Why some airport-rail links get built and others do not: the role of institutions, equity and financing by Julia Nickel S.M. in Engineering Systems- Massachusetts Institute of Technology, 2010 Vordiplom in Wirtschaftsingenieurwesen- Universität Karlsruhe, 2007 Submitted to the Department of Political Science in partial fulfillment of the requirements for the degree of Master of Science in Political Science at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY February 2011 © Massachusetts Institute of Technology 2011. All rights reserved. Author . Department of Political Science October 12, 2010 Certified by . Kenneth Oye Associate Professor of Political Science Thesis Supervisor Accepted by . Roger Peterson Arthur and Ruth Sloan Professor of Political Science Chair, Graduate Program Committee 1 Why some airport-rail links get built and others do not: the role of institutions, equity and financing by Julia Nickel Submitted to the Department of Political Science On October 12, 2010, in partial fulfillment of the Requirements for the Degree of Master of Science in Political Science Abstract The thesis seeks to provide an understanding of reasons for different outcomes of airport ground access projects. Five in-depth case studies (Hongkong, Tokyo-Narita, London- Heathrow, Chicago- O’Hare and Paris-Charles de Gaulle) and eight smaller case studies (Kuala Lumpur, Seoul, Shanghai-Pudong, Bangkok, Beijing, Rome- Fiumicino, Istanbul-Atatürk and Munich- Franz Josef Strauss) are conducted. The thesis builds on existing literature that compares airport-rail links by explicitly considering the influence of the institutional environment of an airport on its ground access situation and by paying special attention to recently opened dedicated airport expresses in Asia.
    [Show full text]
  • Table of Contents
    TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport TABLE OF CONTENTS I. Competition Plan Update Summary II. Gate Utilization Assessment for 2003 III. Gate Availability A. Status of Negotiations (Terminal A) B. Terminal B Gate Activity IV. Leasing and Subleasing Arrangements A. New Entry Manager B. Security Deposit C. Airline Service Standards Provision D. Requesting Airline Provision E. Oversight of Subleasing Fees V. Gate Assignment Policy A. Communication to Master Airlines B. Real Time Gate Utilization VI. Construction and Common Use Facilities A. Expansion of Terminal A B. PFC Funding VII. Website VIII. New Entrant Guidelines The Port Authority of New York and New Jersey Downtown Heliport John F. Kennedy International Airport La Guardia Airport Newark Liberty International Airport Teterboro Airport COMPETITION PLAN UPDATE SUMMARY As mandated by the Wendell H. Ford Aviation Investment and Reform Act for the 21st Century (AIR 21), Newark Liberty International Airport is one of several large hub airports required to submit updates to its competition plan. The last update was submitted in March 2002 and accepted by the Federal Aviation Administration (FAA) in a letter dated August 22, 2002.
    [Show full text]
  • Fly New York!
    NEW YORK AVIATION MANAGEMENT ASSOCIATION • VOL. 4 NO. 2 • SEPTEMBER 2002 Airlines Speed Fly New York! Pace of NYAMA Fall Conference Draws Aviation Community Overhauls Economy, travel slump have carriers to the Big Apple cutting costs; consumers may see The New York Aviation Management Association’s (NYAMA) Fall Conference is scheduled for October 6-9, 2002 at the fewer conveniences Crowne Plaza – LaGuardia Airport in East Elmhurst, NY. The nation’s airlines are “Our conference theme — ‘Fly New York’ — says it all,” said Terry Slaybaugh, Association President overhauling their businesses (Greater Rochester International Airport). “The theme was developed to promote air travel from all with a new sense of urgency New York State airports, large and small; to celebrate the Association’s 25 year history; and to after three airlines filed for continue to honor our conference hosts,” said Slaybaugh. bankruptcy protection and at “It’s an honor to host this year’s conference,” said Richard Halik, Supervisor, Airport Landside least one other appears headed Operations & Customer Services, LaGuardia Airport. “The state’s airports gather twice a year for in that direction. training and industry updates. Post 9/11, our meetings have taken on even more significance.” But what’s good for the industry Schumer as Luncheon Keynote is not necessarily good for consumers. Airlines appear The State’s senior Senator, Charles Schumer is keynote speaker during Tuesday’s luncheon. focused on cutting costs rather “We are honored Senator Schumer will be at our conference,” said Halik. “Aviation has been in the than boosting revenue, which spotlight in Congress over the past year, and Senator Schumer has been out front on many aviation would require more consumer- issues,” Halik said.
    [Show full text]
  • TWA's Lockheed Constellation Makes Trip To
    www.MetroAirportNews.com Serving the Airport Workforce and Local Communities November 2018 INSIDE THIS ISSUE TWA’s Lockheed Constellation Makes Trip to JFK Airport – On I-95 A vintage commercial airplane embarked on a long, slow journey from Maine to New York where it will be turned into a cocktail lounge. The long trip of the Lockheed Constellation, known as the “Connie,” kicked off Monday, Oc- Tyler Moss, TWA Hotel CEO went to Maine to supervise the reinstallation of the Connie 04 tober 7th at a send-off event Auburn-Lewiston Airport in Maine. The plane then departed JFK To Get Two New Terminals Tuesday morning and make its way over the next several days to New York on a tow truck. Decorated in authentic TWA livery, our Connie — whose fleet once served as Air Force One for President Dwight D. Eisenhower and broke the record for fastest nonstop trip from Burbank to New York with former TWA owner Howard Hughes at the helm in 1946 — deserves a victory lap before welcoming hotel guests into her cockpit. So, as with all things related to the TWA Hotel project, we looked to TWA’s rich history for inspiration. 15 Continued on page 3 JetBlue Teams Up With the Brooklyn Nets for Its Newest Special Livery EWR Celebrates Past, Present and Future With Ceremonial Groundbreaking Newark Airport which opened on October 1, 1928, was known as the first major airport in the New York-New Jersey metropolitan area. Newark was the first airport in the country with paved runways and an air traffic control 30 tower, and the second with a terminal building.
    [Show full text]